The Proper Distribution of TQM

Article

Collman, Dave   (1995, ASQC)   Bearings, Inc., Harrisburg, PA

Quality Progress    Vol. 28    No. 2
QICID: 12944    February 1995    pp. 75-77
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Article Abstract

Implementation of a quality program at Bearings, Inc. required the commitment of management and the teamwork of empowered employees. Management gave the 12 employees the time and leadership needed for long-term dedication to total quality management and continuous improvement. At first the employees comprised two teams that generated mission statements, flowcharts, performance charts, process-capability studies, and common-cause analysis. Because of time constraints, the two teams evolved into six smaller teams. Their areas of improvement covered: customer and supplier on-time order performance; internal processes such as inventory control; training; housekeeping; and customer satisfaction. Results included an 82% decrease in inactive inventory; $2,400 annual savings from eliminating a janitorial service; and delighting customers with follow-up telephone calls.

Keywords

Continuous improvement (CI),Case study,Implementation,Total Quality Management (TQM),Teams


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